MaternCo Operator Insights

We don't write up employees. That doesn't mean we don't hold people accountable. We absolutely do. We just don't call it a write-up. We call it a coaching . There's an important difference. The phrase "write-up" has become synonymous with punishment. Tell an employee—especially a 16-year-old at their first job—that they're getting written up and you've already changed the conversation. They're nervous. They're defensive. They're wondering if they're going to get fired. And they probably aren't thinking very much about whatever you're about to teach them. I tell our employees and managers all the time: Coaching isn't bad. Tom Brady was coached. Wayne Gretzky was coached. Lionel Messi is coached. The greatest performers in the world don't reach a point where they're too good to be coached. Why would we expect a 17-year-old at their first job to be any different? The purpose of coaching isn't to punish someone f...

The software works best when the operating decisions are made first. ROLLER is a powerful platform. It is not magic. It can handle online sales, waivers, parties, memberships, capacity, reporting and a huge chunk of the guest journey. What it cannot do is make unresolved business decisions for you. I have been through ROLLER implementations and I see the same mistake over and over: a venue starts building products before it has decided what it actually sells, how its policies work or what employees are supposed to do. Then every configuration question becomes an operational debate. The smoothest launches happen when the operation is clear before the setup begins. 1. Map the real guest journey first Walk through the major transactions from the guest's point of view: buying online, signing a waiver, checking in, adding food, upgrading a party, arriving late, rescheduling and asking for a refund. Then walk through what the employee has to do at every step. If the process is c...

Parties should be a repeatable sales and hospitality system—not a collection of last-minute favors. Birthday parties can be one of the best products in an FEC. They can also become an operational mess that eats labor, frustrates parents and creates nonstop exceptions for the staff. I have spent years building and rebuilding party programs. The biggest problem is rarely the room decoration or the giveaway. It is usually that the venue is selling one experience, the sales team is promising another and the party host is finding out what actually happened five minutes before the family arrives. A strong party program is not a collection of favors. It is a repeatable sales and hospitality system. 1. Stop making the package menu complicated More packages do not automatically mean more sales. Most parents want a clear decision with obvious differences in price, time, food, attractions and included guests. If you have seven packages, fifteen add-ons and benefits that overlap, the custom...

The expensive mistakes usually begin before opening day. I have helped open more than two dozen restaurants, bars and entertainment businesses. The most expensive opening mistakes usually happen long before the doors open. A lot of new FECs spend months debating attractions, paint colors and construction details while the actual operation is still a giant question mark. Then, a few weeks before opening, everyone suddenly realizes they still need pricing, staffing, party packages, food systems, training, policies and a functioning POS. That is backwards. Operations should be part of the build from the beginning. 1. Know what the business is supposed to make money on Before the floor plan is locked, decide who the venue is for, how long you want guests to stay and which products are supposed to produce the margin. Admissions, memberships, birthday parties, group events, food and premium attractions all compete for space and labor. A floor plan can look incredible in a rendering an...

Most family entertainment centers treat concessions like a necessary evil. It is the counter you need because guests eventually get hungry. If it breaks even or makes a little money, everyone calls it good enough. The menu becomes frozen pizza, “gas station” nachos, overpriced drinks and the same candy guests can buy anywhere else. That is a waste of space—and a wasted opportunity. Every part of an FEC creates an experience. The front desk does. The attractions do. The bathrooms definitely do. Food and beverage is no different. If the food looks cheap, takes forever and feels like a ripoff, guests remember that. If it is genuinely worth eating, guests stay longer and spend differently. Concessions should earn its square footage The basic idea is simple: maximize revenue per square foot. Anything inside your building that is not helping produce revenue is costing you money. A concessions area that barely pays for itself is not harmless. It occupies valuable space, requires equipment, c...

A good membership program should make a family think of your venue first when the kids need something to do. It should not feel like a cable contract. Too many FEC memberships are built around restrictions, complicated tiers and cancellation processes designed to wear the guest down. Operators focus on locking in recurring revenue and forget that the entire product depends on trust. The biggest membership problem is often not the price. It is how the guest manages it. Nobody wants a membership with fifteen rules, confusing benefits and a cancellation process that requires a phone call during the one hour a week a manager is available. If joining takes two minutes online, cancelling should not require an investigation. A guest-friendly membership can still be profitable. In fact, making it easier to understand and manage is usually what gives the program long-term value. Memberships create loyalty before they create revenue Imagine having 2,000 active members. That is not just 2,000 re...